A multi-dimensional scale for evaluating organizational excellence, rooted in the principles of the Shingo Model

Purpose This study aims to create a measurement scale for organizational excellence (OE) specifically tailored for industrial organizations within the manufacturing and service sectors. Design/methodology/approach The study used an exploratory sequential mixed-method design. Initial scale items were developed from literature reviews and focus group discussions. These were refined through exploratory factor analysis (EFA) with 267 companies from the manufacturing and service sectors. The scale’s reliability and validity were assessed by examining the relationship between management commitment and OE through confirmatory factor analysis (CFA) using data from 761 companies. Findings During the qualitative phase of the study, 24 items were identified and organized into three primary dimensions: cultural enablers, continuous improvement and enterprise alignment, which together assess the OE construct. Both EFA and CFA validate these items and dimensions, reinforcing that OE is multidimensional. The new OE scale successfully measures the OE construct, confirming the proven relationship that management commitment positively impacts OE. Practical implications Developing a widely applicable scale for evaluating OE is valuable for scholars, practitioners and policymakers. For scholars, it offers a strong instrument for empirical studies on OE. Practitioners can use the scale to diagnose their strengths and weaknesses of OE for informed decision-making. Policymakers can use research insights to set benchmarks for OE across industries. Originality/value The literature lacks a standard scale for assessing OE. This research developed a validated scale using recognized methodology to quantify OE in manufacturing and service industries globally.